La marca como activo estratégico - Fabrica de Negocio 2017
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LA MARCA COMO ACTIVO ESTRATÉGICO PARA FACILITAR EL CRECIMIENTO SUSTENTABLE. El consultor alemán Oliver Patch de Kantar Vermeer dará en español una asesoría analítica y creativa para detonar el crecimiento financiero sustentable de tu negocio
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La marca como activo estratégico - Fabrica de Negocio 2017
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- 7. El mundo está cambiando más rápido que nunca 7 212,000 Millones de Dispositivos con sensores 2008 2015 2020 7,000 millones 25,000 millones 50,000 Millones de Dispositivos conectados ! Sociedad Conectada Datos Personas Procesos Dispositivos
- 8. El consumidor redefine expectativas 8 SOLUCIONES A LA MEDIDA INSPIRACIÓN PARA EL CRECIMIENTO EXPERIENCIAS ÚNICAS Y DISTINTIVAS PROPÓSITO Y ACTUACIONES RESPONSABLES Innovating the way the world communicates, connects and works
- 9. Estrategias ‘go-to-market’ se centran en generar influencia 9 EXPLOSIÓN DE PUNTOS DE CONTACTO CATEGORÍAS REDEFINIDAS AUMENTO DE TRANSPARENCIA INTERACCIONES ’MOMENTOS DE VERDAD’
- 10. ¿Por qué es importante la influencia de marca? 10 V volátil I incierto C complejo A ambiguo
- 11. 11 La influencia de marca para generar volumen de negocio Impacto de la influencia de marca (Market few. Sell to many) Target primario Fidelidad y compra proactiva Mercado ampliado Compra recurrente Mercado gran tamaño Vinculación intermitente Mercado masivo Vinculación sugerida
- 12. The internet of things: vínculos más cercanos 12 INTERNET OF EVERYTHING Network entre personas, procesos, datos y cosas PERSONAS DATOS PROCESOS COSAS
- 13. Los atributos de influencia deben ser el fin último de una marca 13 VALOR DESEMPEÑO ATRIBUTOS BÁSICOS INFLUENCIA Criterio básico para pertenecer a una categoría de productos/ servicios Marcan una diferencia con respecto a los competidores Se construye una propuesta de valor relevante y creíble Efecto de la propuesta de valor en los usuarios e impacto de influencia
- 14. 14 La marca como lente de la salud de un negocio DESEMPEÑO POTENCIAL OPORTUNIDADES • Medir y entender la contribución de marca en un contexto competitivo • Impacto de la marca en el retorno financiero entre segmentos/ audiencias • Descubrir drivers para el crecimiento de la marca y el negocio (mayor volumen y/o incremento en precio) • Identificar oportunidades de nuevo negocio, apalancando el equity de marca • Encauzar a las marcas hacia una nueva dirección estratégica • Identificar oportunidades de expansión e innovación en nuevas categorías o mercados
- 15. 15 Brand equity: un activo comercial (Capacidad de generar preferencia) PREDISPOSICIÓN PRECIO PREMIUM LEALTAD Mayores ingresos Mayor volumen Mayor probabilidad de crecimiento
- 16. 16 El valor financiero de una marca Impulsan el crecimiento Mejoran el margen de utilidad Reducen capital de entrada Crean diferenciación Facilitan atracción de talento
- 18. 18 2006 2017 Microsoft Google GE Apple Coca-Cola Microsoft China Mobile Amazon Marlboro Facebook Walmart at&t Google Visa IBM Tencent Citi IBM Toyota McDonald’s TOP 10 Marcas más valiosas
- 19. 19 APRIL 2006 APRIL 2007 APRIL 2008 APRIL 2009 APRIL 2010 APRIL 2011 APRIL 2012 APRIL 2013 APRIL 2014 APRIL 2015 APRIL 2016 APRIL 2017 Brandz™ portafolio de marcas vs. S&P 500 vs. MSCI (APR 2006 - APR 2017) 124.9% 82.1% 34.9% BrandZ™ Strong Brands Portfolio S&P 500 MSCI World Index
- 20. 20 Factores que caracterizan a las marcas más exitosas • Consumidores sienten afinidad con lo que proyectan y una alta deseabilidad por ellas • Consumidores piensan que solventan bien sus necesidades (racionales y emocionales) • Son consideradas como únicas y realmente distintivas en su propuesta de valor • Crean tendencia en la categoría o industria y son altamente dinámicas • Forman parte del top of mind en los consumidores, en lo que respecta a familiaridad y favorabilidad
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- 23. 23 Las marcas más exitosas comparten elementos que impulsan su valor y por lo tanto fomentan la generación de influencia PROPÓSITO / RAZÓN DE SER1. 2. 3. 4. 5.
- 24. PROPÓSITO 24
- 25. 25 Modelo de ecuación de valor WHAT WHY HOW
- 26. El propósito es la ‘estrella polar’ que guía las decisiones estratégicas de una compañía, no sólo Marketing 26 “Imagination at work is not a tagline, it’s a reason for being” – Jef Immelt, CEO ✚ Las marcas con un propósito claro impulsan el crecimiento del negocio 8% 70% Over-performers Under-performers
- 27. El propósito permea en todos los niveles de la organización 27 ✚ Vinculación constante entre consumidor y el propósito de marca EXTERNAMENTE ✚ Los empleados están totalmente comprometidos con el propósito de marca INTERNAMENTE 46% 61% 46% 60% Over-performers Under-performers
- 28. 28 Las marcas más exitosas comparten elementos que impulsan su valor y por lo tanto fomentan la generación de influencia PERSONALIZACIÓN (DATA-DRIVEN) 1. 2. 3. 4. 5.
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- 32. Segmentación y desarrollo de estrategia basados en insights 32 ✚ Resultados accionables desde la innovación ✚ Entendimiento de los consumidores e insights 56 45 62 47 Over-performers Under-performers
- 33. Personalización en tiempo real para crear mayor relevancia 33 Contenido dinámico, personalizado via email en base al momento preciso en que un cliente está abriendo o visualizando su correo ✚ Aumento de la tasa de apertura de los correos electrónicos del 45% ✚ Aumento de la proporción de clics del 100% ✚ Aumento del volumen de operaciones hechas a través del sitio internet
- 34. 34 Las marcas más exitosas comparten elementos que impulsan su valor y por lo tanto fomentan la generación de influencia CONSISTENCIA EN PUNTOS DE CONTACTO 1. 2. 3. 4. 5.
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- 38. Hay un elemento que vincula Promesa y Entrega pero no es suficientemente influyente Hay uno o varios elementos influyentes que vinculan Promesa y Entrega Promesa y Entrega están perfectamente alineadas Tanto Promesa como marca están muy alejadas la una de la otra 38 Consistencia en puntos de contacto (‘WALK THE TALK’) Promesa de marca “lo que la marca dice” Entrega de marca “lo que la marca hace”
- 39. 39 Personas y Comportamientos El rol y valor de las personas en la entrega (sucursales, call center, web chat, etc.) Productos y Servicios Puntos de contacto para evaluar el desempeño de la oferta a nivel del beneficio, relevancia, plataforma, ecosistema, etc. Canales Canales, plataformas y entornos que representan el vehículo de interacción con la oferta Comunicación/ Mensajes Claridad del valor y respaldo de los productos; el contenido que trasciende TECNOLOGÍA TECNOLOGÍA
- 40. 40 Entregar una experiencia consistente y diferenciada
- 41. 41 Las marcas más exitosas comparten elementos que impulsan su valor y por lo tanto fomentan la generación de influencia CO-CREACIÓN 1. 2. 3. 4. 5.
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- 44. Mercadotecnia para orquestar la experiencia total 44 ✚ Mercadotecnia trabaja de manera cercana a finanzas ✚ Mercadotecnia trabaja de manera cercana a RH 37 30 22 14 Over-performers Under-performers
- 45. La mercadotecnia puede ser influente sólo enseñando un impacto real 45 ✚ Marketing aprueba las decisiones de inversiones enfocadas al crecimiento 2006 2013 33 19 Over-performers Under-performers
- 46. Desarrollo de talento y capacidades Cuando las personas crecen, las marcas crecen y finalmente el negocio crece 46 ✚ Más de 3 días de entrenamiento al año 35 19 Over-performers Under-performers
- 47. 47 Las marcas más exitosas comparten elementos que impulsan su valor y por lo tanto fomentan la generación de influencia VIVIR UN ENFOQUE CENTRADO EN EL CONSUMIDOR 1. 2. 3. 4. 5.
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- 49. 49 Experiencia total Obsesión consumidor Motor de insights Dimensiones clave por un crecimiento enfocado en el cliente Insights 2020
- 50. CVS Health 50 IMPACTO EN LA SOCIEDAD IMPACTO EN LA EMPRESA -1% Venta de paquetes de cigarros en los estados donde CVS tiene un SOM superior al 15%: 5 paquetes menos por cada fumador 95M de paquetes menos en total Aumento del valor de marca +35% 2014 - 2016 Aumento de las utilidades netas +25.8% 2014 - 2016 En los 8 meses siguientes a la eliminación de la venta de cigarros en CVS
- 51. Alibaba 51 VALOR DE MARCA $59,127 millones CAMBIO VALOR DE MARCA +20% 2016 - 2017 CRECIMIENTO UTILIDADES NETAS +196% 2015 - 2016
- 52. Home Depot 52 VALOR DE MARCA $36,440 millones CAMBIO VALOR DE MARCA +32% de 2015 a 2016 CRECIMIENTO UTILIDADES NETAS +13.5% de 2015 a 2016
- 53. IKEA 53 VALOR DE MARCA $18,082 millones CAMBIO VALOR DE MARCA +50% de 2013 a 2016 CRECIMIENTO UTILIDADES NETAS +15% de 2013 a 2015
- 54. Pret A Manger 54 Personas Servicio Producto Punto de venta Utilidad Ventas NEGOCIO
- 55. 55 REFERENTE EN EL MERCADO EXPERIENCIA DIFERENCIADORA FACTORES HIGIÉNICOS CORTO PLAZO CREDIBILIDAD $ MEDIO PLAZO CONSISTENCIA $$ LARGO PLAZO DIFERENCIACIÓN $$$
- 56. Una última recomendación; háganse estas preguntas… 56 ¿Dónde jugar y cómo ganar? ¿Qué defender? ¿Cómo organizarse para la entrega? ¿Cómo equiparse para un crecimiento sostenido? ¿Cuál es el impacto financiero?
- 57. ¡GRACIAS!
Notas del editor
- Experience: consistent distinctiveness through the experience
- Parley for the oceans: deportivas que además de tener un diseño dinámico, minimalista y de lo más moderno, ¡son ecológicas! Estas zapatillas están fabricadas con la basura que la marca, ha recogido de los océanos. Pop up store: un tipo de retail que se ha adaptado proporcionando al consumidor una experiencia de cliente única y omnicanal. See more at: http://blogs.icemd.com/blog-customer-centric-customer-experience/pop-up-store-el-showroom-fisico-de-la-tienda-online/#sthash.8cy1MdYE.dpuf Sport Infinity is a research project led by adidas and funded by the European Commission, which brings together a variety of industry and academic experts, and combines brokendown sports products with excess materials from other industries. DryDye technology is a polyester fabric dyeing process that uses no water, 50% fewer chemicals and 50% less energy than the traditional fabric dyeing process. It usually takes 25 litres of water to dye a t-shirt; not with DryDye. Innovation Lab: Por la temporada 2015 Primavera / Verano la línea Adidas Climachill, Adidas y URBANTAINER han desarrollado el “Adidas Climachill Innovation Lab” en Myeongdong, Seúl, ofreciendo a los clientes la oportunidad de experimentar sus nuevos productos. El concepto de diseño de la tienda presenta las características de Climachill, resumido en el lema “la máxima refrigeración”. El objetivo era promover el lanzamiento de Climachill comunicando su marca con los clientes a través de la visualización emocional y diseño experimental.
- Amazon Prime Air is a future delivery system that will get packages to customers in 30 minutes or less using small unmanned aerial vehicles. Dash Button is Amazon's 1-Click ordering brought into the home. It's a service designed to eliminate those moments you realize you forgot to order a frequently-used household item—things like laundry detergent, dog food, diapers, trash bags, and coffee. With a single push of the button, Dash Button automatically places your order. Amazon Launchpad is a relatively new program that makes it easy for startups to launch, market, and distribute their products to hundreds of millions of Amazon customers across the globe.
- Pirelli Connesso is a system which adds smart technology to car tires. Working with various Pirelli tire models, a sensor fits onto tires and connects to a mobile app which shows drivers information such as pressure, temperature, wear and how many miles each tire has covered. The system functions both when the car is being driven or has been parked.
- the Echo Look adds camera functionality to the Echo ecosystem. A Style Check feature takes hands-free selfies of the user in different outfits. It uses machine learning, current trends and the wearer’s shape to pick a favorite. Why is Amazon the most influential force on customer expectations in the world? A handy clue from Jeff Bezos’ letter to shareholders: “Even when they don’t yet know it, customers want something better”.
- Axis Direct, an investment and trading service, used dynamic email content determined by the time the email was opened in India. Axis' email marketing tools were not keeping up with fast-paced financial markets as they were often opened some time after being sent, when they were no longer relevant. Real-time personalisation was implemented in emails so that content was determined when the subscriber opened the email, changing based on the time of day (e.g. before the markets open, during trading or after close) and status of the market. Email open rates rose by 45% and click through rates rose by 100% - and these scores translated into an increase in the volume of trades made through Axis Direct.
- March 2017 saw Qatar Airways announce that it would offer business class passengers access to free loaner laptops during flights to the US. The move comes in response to the US government’s ban prohibiting passengers traveling from ten airports in the Middle East, North Africa and Turkey from bringing laptops on board. The laptop loan service allows travelers to continue working as usual, and they will also be offered complimentary wifi. Abu Dhabi-based Etihad Airways also announced that it would offer loaner iPads and free wifi to its first and business class passengers.
- In January 2017, BMW-owned car manufacturer Mini partnered with a US-based architectural firm to open A/D/O: a creative hub in Brooklyn. An old warehouse was transformed into a platform for local designers and entrepreneurs to access and try out ideas, with both rentable and free co-working maker spaces. The building also features meeting rooms, a restaurant, design shop and outdoor gallery.
- Total Experience Management (example Apple): Product Experience (usage) Shopping Experience (stores, online) Look & Feel (design) Messaging (advertising) Customer Service (personnel) Managing this ‘Total Experience’ requires full strategic alignment in the organization Total Experience Management far bigger than marketing, impacting the entire organization “ the client experience is too important to be left to marketeers alone” From silo’d to networked. New partnerships both internal and outside the organization Marketing should be in the driving seat to orchestrate the functions. Data shows that CMOs that collaborate closely with IT, HR, Finance overperform. These numbers speak clearly. Visa: CMO who took the role of HR for a while. And corproate CSR rolled in there. Motorola: CMO took over the role of IT From HBR: Marketing2020 findings clearly indicate that in an era when consumers are interacting with companies across an ever-increasing number of touch-points, with an ability to broadcast their opinions instantly, the role of marketing brands is far too important to be left to just the marketers in the firm. Today’s winning companies add value and build their brands through every interaction, which means that every person in the company – from store clerks and phone center reps to engineers and warehouse workers – has to work together to deliver a consistently high standard of service and product quality, a seamless total experience. Winning brand marketers understand this and play a crucial role by ensuring that everyone on the marketing team and throughout the company understands how their work contributes to the brand purpose. Marketing2020 results clearly identify how over-performing marketing organizations ensure that they are able to fulfill the brand purpose and drive business growth across the whole organization. Connect is about building and maintaining interdependent mindsets and behaviors in the organization. In highly connected organizations there is a spirit of interdependency between marketing and other disciplines, and within marketing, a shared understanding of the business reality, opportunities and challenges, and the fact that that every department is needed for the overall business to succeed. Trust is instrumental to achieve this together with a mindset of seeking out similarities rather than looking for differences. Marketing 2020 winners, that is those companies that over-perform on revenue growth compared to their direct competitors, are characterized by having marketing leaders and marketing departments that closely connected to the rest of the organization and the overall business strategy. In general there has been a notable increase in the influence of marketing on the CEO’s strategic growth agenda over the last six years: marketing’s influence with the CEO has risen from 38 to 58%. The influence is highest in the Consumer Packaged Goods sector (64%) but, despite an overall increase, remains low in sectors such as Energy and Utilities (34%) and Healthcare (41%). A quick review of the leaders of over-performing organizations like Nike, GE, and Unilever demonstrates shows just how closely the CEO and CMO are joined at the hip. Jeff Immelt and Beth Comstock at GE, Paul Polman and Keith Weed at Unilever (See Insert – Unilever2020: Fit to Win) all speak in one voice to the market, and to their employees. This is important because there is a strong positive correlation between marketing’s ability to connect to other disciplines inside the company, and the overall revenue performance of the company. In order for companies in the future to offer their consumers more integrated, total experience, solutions close collaboration between all levels, functions and regions will a pre-requisite to creating consistent touch points and experiences, no matter what part of the company a consumer interacts with. Bridging the internal organizational silos will be crucial. In fact, an important and perhaps for many marketers humbling, leadership rallying cry will be that for companies to win in 2020, marketing has become too important to be left to just the marketers. Some winning marketing leaders are bringing this principle alive: A year after Antonio Lucio was appointed CMO of VISA he was invited to also lead the HR discipline and help more closely align the company’s product and service offering with the way VISA employees were attracted, developed, retained and rewarded. Eduardo Conrado, embodies the M2020 learning well too: he has taken the title of Senior VP of Marketing and IT. The closer collaboration between Motorola’s technology and customer marketing groups quickly led to important new market insights and product offerings such as the equipping of fireman’s radios with gyroscopes that sense when a firemen collapses on the job and immediately warns all surrounding firemen that one of their own is down and needs help. Perhaps the most important internal partner for marketing, especially over the last decade, has been Finance. By working far more closely with the CFO and the rest of Finance, CMOs have been able to move away from the age old reputation for not knowing which half of its spending was wasted and dramatically increase accountability for results, using shared business metrics and marketing strategies that reflect the company overall business objectives. The marketing2020 results show that over-performing CMOs rate business growth significantly above brand health as their key objective. We would argue that business acumen has become the CMO’s ticket to influence and a license to start influencing the business strategy. Winning Marketing2020 marketing leaders today are able to draw a direct line from spend and a return on investment, and demonstrate the important role the brand purpose and marketing can play in helping achieving the business goals. Perhaps that is why the average tenure of US CMOs, according to M2020 partner Spencer Stuart, has increased from 24 to 42 months. Although overall the influence of marketing on business strategy has increased significantly over the last 7 years, it has not reached sufficient levels across all industries: Our results show that important markets, like energy, utilities, and health, care show much lower levels of collaboration at the top of the firm – with big upside opportunity Owning the overall customer experience The need for high consistency across all touch points in brand communication and customer service raises the need for someone in the firm to evaluate everything the company does from that perspective. In founder-led organizations this is simple. Not so in all other companies. Who will own the “Chief Experience Officer,” role, committed to delivering the brand purpose throughout everything the organization does. This may be the CEO, but in many organizations it is the CMO who takes on ownership of the purpose from the customer’s point of view. In this capacity, the CMO has to bring in data about consumer insights and keep an ear to the pulse of the public. They have to be able to influence the Chief Operations Officer and other senior leaders to make the changes necessary to keep the customer happy. Collaborate within the C Suite Another hallmark trait will be the ability to exert influence within the C-Suite and help build the connective tissue across the organization. It is about the ability to influence the CEO, the CFO, and the ability to work with IT. While CMOs have long recognized it’s better to lock arms than horns with the CFO, it now also has become more common for marketers to build strong relationships with Human Resources, Information Technology, and Finance. Marketing 2020 data affirms that such cross-functional collaboration correlates with improved business performance. The CMOs must also be inclusive leaders, who can step back and listen and responding to what local teams are asking for, rather than issuing directives from the ivory tower. Yet the best CMOs will also have to be willing to take a stand, buck norms, and push change where it is needed. The good news is that, regardless of whether ads will be delivered to people through wearable devices or beamed directly into their brains, the fundamental truths of the digital marketing landscape – the need for transparency and customer-centricity – are unlikely to change. As a result, the marketer’s role will only continue to be more valued within the business than it is today. At the end of the day, marketing is about driving the customer promise. Marketers need to be the conscience of the company and help make decisions that are going to build the brand. The marketing leader has to make sure everything is laddering toward that brand promise.
- Salesforce.com report: https://www.salesforce.com/assets/pdf/misc/salesforce-customer-relationship-survey-results.pdf
- P&G created an integrated data system “Dcision Cockpit”, estabilishing a centralized platform and common visual lenguaje for data, thereby redically upgrading the use of data to drive decisión-making and action. Standardized data visualization across corporation supports seamless collaboration across roles and markets.
- Online, there are chat portals through which consumers can seek advice, along with detailed product information and reviews. In stores, there has been a shift towards presenting home-improvement solutions and inspiration rather than simply an extensive range of products.